60923 Force 2020 Art
11/2/03
6:11 PM
Page i
FORCE 2020
60923 Force 2020 Art
11/2/03
6:11 PM
Page ii
F O R E W O R D
The opening events of the 21st Century have prompted many of us in
the Australian Defence Organisation to reflect on the challenges,
opportunities and uncertainties that the future may hold, and how we
will meet these as an organisation.
In a time of unprecedented change, the Australian Defence Force must
be many things: combat-capable, rapidly deployable, highly adaptive,
responsive to change, and thoroughly professional. It is equally important
that we share a common understanding of the way in which we will meet
our future challenges and what we must do today to prepare for them.
In other words, we must all be striving towards the same goal.
FORCE 2020 guides our progress of our Defence force towards the future world of 2020. It is a vision that
applies to everyone in Defence, and has been developed in consultation with several working groups
representing a wide cross-section of our Defence Force and the wider Department. FORCE 2020 is more
than just words on a page; the challenge now lies with each of us to share, own, communicate and
implement our vision in everything we do.
We must strive to maintain ourselves as a formidable fighting force so that if we are called upon to act,
we can do so decisively and successfully. In living up to this aim, it is important that we have a clear
understanding of where our Defence Force is heading over the long-term and how we will uphold our
important place in the nation well into this new century. This is my vision for the future Australian Defence
Force, fully supported by the three Service chiefs and the Secretary of Defence, and I commend this
publication to you.
C. A. BARRIE
Admiral, RAN
Chief of the Defence Force
Canberra
2002
60923 Force 2020 Art
11/2/03
6:11 PM
Page iv
FORCE
2020
CONTENTS
Introduction
Page 1
Section 1.
Building on our Past
What do we need to carry forward to 2020?
Page 5
Section 2.
Understanding our Present to Secure our Future
What do we need to do now?
Page 11
Section 3.
Our Future
What do we want to be like?
Page 17
Section 4.
From Vision to Reality
Page 25
60923 Force 2020 Art
11/2/03
6:11 PM
Page vi
F O R C E
2 0 2 0
INTRODUCTION
A vision statement challenges and inspires an organisation’s members to stretch their
expectations, aspirations and performance to achieve its mission. It gives our work a
common guide to action. As our future vision, FORCE 2020 aims to gain and sustain the
willing cooperation of our people to better create and implement change, in pursuit of
mission success.
Defence 2000: Our Future Defence Force highlighted the need to “look a long way ahead”
since “decisions about the development of our armed forces can have time frames of
20 years or more”. FORCE 2020 takes the challenge to look beyond the here and now,
and builds upon the senior leadership’s contemporary vision statement “a force for good
• a force to be reckoned with • a force to win”.
Within this vision, a force means all of us: our permanent and reserve forces, our civilian
colleagues, and contractors. In this vision statement, it is clear that we are seeking the
moral high ground – a force for good. We are also seeking to be taken seriously – a force
to be reckoned with. And finally – a force to win: we should never lose sight of this
ultimate objective.
Our Defence Organisation is large, complex and diverse, and positioning ourselves for
the future does not come easily. FORCE 2020 therefore seeks to develop a shared
understanding of future opportunities and challenges, and identify what we must do today
to prepare for them. In practical terms, it is intended to be an overarching guidance
document that:
• develops a common understanding throughout the Australian Defence Organisation of
where the Defence Force is heading over the long-term and how we intend to get there;
• shapes subordinate planning documents such as the emergent Future Joint Warfighting
Concept; and
• guides single Service and joint experimentation processes.
P A G E
1
60923 Force 2020 Art
11/2/03
F O R C E
6:12 PM
Page 2
2 0 2 0
FORCE 2020 adopts a ‘building block’ approach to positioning ourselves for the future.
In this way, there is a continuum that will drive us towards 2020.
• The foundation block is our past. We ask ourselves ‘What do we need to carry forward?’
This section seeks to build on our past by describing which characteristics we must take with us
on our journey to the future force.
• We then seek to build on this by asking ‘What do we need to do now?’ By understanding our
present, we can identify contemporary issues that will need to be successfully resolved in order
to progress towards our vision for the future force.
• The third building block asks ‘What do we want to be like?’ When defining our future, we need to
embrace bold and innovative ways of operating. This section outlines key concepts that will guide
us towards our goals.
Many of the judgements and developments in FORCE 2020 are necessarily broad. No doubt we
will discover new things and acquire new perspectives. In particular, the adoption of concept-led
long-range planning and experimentation will inform our way ahead in coming years (as discussed
in more detail in the From Vision to Reality section). As a result, our vision must develop with our
changing context, and we will need to review FORCE 2020 in the years ahead.
P A G E
2
60923 Force 2020 Art
11/2/03
6:13 PM
Page 4
F O R C E
2 0 2 0
SECTION
1
BUILDING
ON
OUR
PAST
What do we need to carry forward to 2020?
We have had some great successes throughout our history. It is essential that we continue
to emphasise the enduring characteristics of our Defence Force that have underpinned our
success in the past, and will continue to enable success in the future. FORCE 2020 seeks to
reaffirm these traditions and characteristics, and use them as a foundation for our plans
to meet our future challenges.
Our ‘Contract’ with the Community
For much of our military history, our Defence Force has relied heavily on the ‘citizen
soldier’. In World War II for example, four in five Australian men of military age were in
uniform, with close to a million Australians serving in the Armed Forces. In a very real
sense, the forces were part of the community.
In the modern era of largely professional forces, those links need to be reaffirmed;
we cannot assume them. We need to guard against attitudes of separateness and
superiority, which can only weaken our Defence Force: as an employer, as a user of social
infrastructure (such as industry), and as an institution attracting popular support.
We must ensure that our people can work comfortably with other parts of Government
and industry. The education of our uniformed people will continue to emphasise their
dependence on the surrounding society, and the importance of working with others.
Our dialogue with the rest of society needs to be proactive: we must ensure that people
understand our purpose, and are part of the discussion about what we do and where
we are heading.
Our values and conduct are part of this contract with our community. Our treatment of
each other in the work place, and our treatment of others, must be beyond reproach.
We need to carry out our daily work in a way that reflects the high expectations of the
Australian community.
P A G E
5
60923 Force 2020 Art
11/2/03
F O R C E
6:13 PM
Page 6
2 0 2 0
F O R C E
2 0 2 0
The way we treat each other as respected team members is underpinned by our tradition of
mateship, based upon shared hardship overcome by mutual trust and perseverance. Our Defence
We must maintain a link with
Force should never lose sight of these strengths. Importantly, this outlook extends to member’s
community values, attitudes,
families – we must remember that, in a sense, we have our own micro-community based on shared
beliefs and expectations,
experiences and our unique conditions of service.
and remain worthy of the
community’s trust. We must also
continue to engage in close
Our training and experience have also fostered important values that include teamwork, initiative,
courage, compassion and respect for the individual.
dialogue with the community.
‘The key to maintaining the ADF as a first-class military force is having the right people,
with the skills and experience they need to succeed in complex military operations.’
ANZAC Day is an important part of Australia's national life, and shows
Defence 2000: Our Future Defence Force.
the high regard in which Australians hold their defence forces.
Our International Partnerships
Our Flexibility, Adaptability and Resourcefulness
We must continue to draw upon these key characteristics of our Defence Force. Our flexibility
and adaptability allows us to meet significant challenges across the spectrum of operations.
It also presents itself in our state of mind – we are not bound by dogma. Our resourcefulness
allows us to develop smart ideas, test them, and implement them, and more generally, to do
the best we can with our limited resources.
One of our Defence Force’s great strengths is its professional links to other forces abroad. Our close
strategic relationships with the United States, the United Kingdom, New Zealand and others, provide
invaluable professional development and knowledge. We are sharing knowledge with the world’s
leading armed forces. These links are wide ranging: exchange postings, senior-level meetings, technical
collaborations, combined exercises, and so on. We need to protect them, and build on them.
Our defence relationships in the region are unique. We have built up, over the decades, an
extraordinary professional network with our neighbours. These relationships have fostered strong
Our Professional and Disciplined Force – People First
It is not technology, systems or platforms that generate the real capabilities for our Defence Force,
connections, mutual respect, transparency and understanding. We must not lose sight of the
significance of face-to-face relationships in shaping a favourable strategic environment.
it is the strength of our people. The power of Australia’s Defence Force has always been the quality
of its members. We have a history of achievement and excellence, which provides a firm foundation
Our advantage will continue to come from military-to-military international links –
for our current activities as well as those of the future. However, this foundation may be eroded if we
the key to enhancing mutual understanding.
do not give our people the high priority they deserve.
Working with others we can do a lot more than we can do by ourselves.
Defence 2000: Our Future Defence Force.
P A G E
6
P A G E
7
60923 Force 2020 Art
11/2/03
F O R C E
6:13 PM
Page 8
2 0 2 0
F O R C E
2 0 2 0
FIGURE 1: THE SPECTRUM OF OPERATIONS
“There has been no finer feat in this war than this
sudden landing in the dark and storming the heights”
⇒
PEACE
OPERATIONS OTHER THAN WAR
⇒
WAR
“The Australians who were about to go into action
for the first time in trying circumstances were
Emergency relief
cheerful, quiet and confident. There were no sign
Limited intervention
Aid to authorities
of nerves, no excitement...They did not wait for
Contributions to coalition operations
Law enforcement
orders, or for the boats to reach the beach, but
Evacuation
sprung into the sea and, forming a sort of rough
line, rushed the enemy trenches. Their magazines
Sanctions
were not charged, so they went in with cold steel...
Peacekeeping
Peacemonitoring
Humanitarian aid
Coercive Diplomacy
Local conflicts
Treaty commitments
Regional wars
General war
I have never seen anything like these Australians
Terrorism
in war before.
National Survival
Ellis Ashmead-Bartlett
British War correspondent
Gallipoli
May 8, 1915
FORCE 2020 is based on the recognition that we will increasingly be involved across the full
spectrum of operations. But it also recognises that our core business will remain defending
Study of Australian troops disembarking at
Alexandria after the evacuation of Greece
(World War Two) by Ivor Hele.
Australia and its interests. The ‘spectrum of operations’ extends from assisting with emergency
relief to matters of national survival. It is underpinned by the concept of ‘likelihood versus
consequence’ – operations to the left of the spectrum are more likely, but their consequences are
relatively limited. The reverse is true for those operations to the right of the spectrum, where
Our Warfighting Ethos and Fighting Spirit
although they might be relatively unlikely, the consequences may be catastrophic for Australia.
Even though the spectrum of operations (see opposite) in the future is likely to be increasingly broad
and diffuse, warfighting will remain at the core of our preparation and training. Only a disciplined
armed force capable of ‘high-end’ warfighting has the necessary skills to contribute to the full range
of possible contingencies and peacetime tasks in the spectrum of operations.
The maintenance of a warfighting ethos and a fighting spirit are vital in delivering combat power to
win in battle, and will continue to be of the highest importance.
We must maintain warfighting as our core business. We will remain the only option
for government for warfighting tasks.
P A G E
8
P A G E
9
60923 Force 2020 Art
11/2/03
6:13 PM
Page 10
F O R C E
2 0 2 0
SECTION
2
UNDERSTANDING OUR PRESENT
TO SECURE OUR FUTURE
What do we need to do now?
In positioning ourselves for the future, we must understand and resolve the contemporary
challenges we face before we can move towards our vision for the future force.
Our Technological Strengths
We are well placed to capitalise on the opportunities offered by technological advances.
We are increasingly well educated, technically literate and have demonstrated high
aptitude for technological innovation.
We must continue to exploit superior technology to maintain our status as a highly
capable defence force. We need to foster a ‘technology bias’, particularly given the small
size of our population, our large geography, and our modern economy. However,
we must also remember that our advantage over potential adversaries will not come
from technological solutions alone. Our strategic advantage will come from combining
technology with people, operational concepts, organisation, training and doctrine.
We must be careful to ensure that technology does not give an illusion of progress –
we cannot afford to maintain outdated ways of thinking, organising, and fighting.
An RQ-4A Global Hawk high-altitude, longendurance Uninhabited Aerial Vehicle (UAV)
arrived at RAAF Base Edinburgh after flying from
Edwards Air Force Base in the US. Australia has
joined the US in the development and
demonstration of the Global Hawk system.
This type of arrangement illustrates our
willingness to capitalise on the opportunities
offered by technological advances.
P A G E
1 1
60923 Force 2020 Art
F O R C E
11/2/03
6:13 PM
Page 12
2 0 2 0
F O R C E
2 0 2 0
Civil Military Partnership
Increasing Tempo of Operations / Dynamic Command and Control
As the nature and scope of national security becomes more challenging, we are experiencing an
Contemporary technology enables around-the-clock conflict, placing greater demands on
increased merging of Defence and civil society. In this environment, it is no longer practical to act in
commanders and subordinates for speed of decision and action (tempo). Our traditional decision
isolation. We can expect an increased interdependency between military and civil capabilities, and
making methods will not always be appropriate or effective. We must seek to employ more flexible
between military, economic, political and social factors at a national and international level.
models of command and control. In more intense combat operations a ‘flatter’ process (ie. less
hierarchical and more direct) will often be appropriate. Likewise, more traditional hierarchical models
Therefore, we will need to engage in strategic partnerships with organisations outside Defence to
will suit other situations.
a greater extent than we currently do. We will require a better understanding of the non-military
agencies and organisations involved in whole-of-nation responses and seek more innovative
associations with our other traditional partners. We must also develop long-term collaborative
The challenge is to optimise our organisational structure and its approach to decision
relationships, conduct joint planning in advance of potential crises, and develop compatible
making for the tempo and ‘real time’ demands of 21st century conflict.
processes and procedures.
Our Defence Force is now exploring more innovative and strategic relationships with industry,
a process that challenges our traditional ways of doing business. In the future, we should see larger
The ‘CNN Effect’
numbers of contracts that are longer term, covering a broader range of activities, and which are
Public demand for immediate information on military operations will likely remain high.
based on partnering principles rather than narrow product-based relationships. Industry will need
Technology will enable the media to collect and transmit data in real-time, and the media will
to be brought earlier into our planning processes for responding to potential crises.
act as a powerful tool in shaping public perceptions throughout the world. This capability, while
generally beneficial, can pose a risk to operational security if not appropriately managed.
The challenge is to draw upon strategic collaborative partnerships with the range of
non-military agencies and organisations responsible for national security to a greater
extent than we currently do.
“The Right People with the Skills and Experience They Need to Succeed”
Defence 2000: Our Future Defence Force
Commonwealth Heads of Government Meeting (CHOGM) 2002
In March 2002, 2,400 ADF personnel worked with the Queensland Police Service, Australian
Federal Police, Air Services Australia, and other government agencies to provide support for
CHOGM. The ADF provided basic security, counter-terrorism, air defence, logistics and
communications support for the duration.
The Australian population is aging, yet we are dependent on the under 40’s more than most other
organisations. In the next decade we will face increasing competition for a shrinking pool of young
Australians. Our workforce has shifted more towards the high-skill end of the competencies spectrum
where competition for labour is keenest. This presents a number of challenges, including:
• maintaining employment conditions which are at least competitive with community standards,
and can be flexibly applied;
• examining new non-monetary benefits that will make Service life attractive;
• increasing mobility between our full-time Defence Force and other components of the
Defence workforce (Reserve, Defence Australian Public Service (APS), other civilians including
Defence industry);
P A G E
1 2
P A G E
1 3
60923 Force 2020 Art
F O R C E
11/2/03
6:13 PM
Page 14
2 0 2 0
• improving our ability to forecast and manage shortages in critical trades/competencies; and
F O R C E
2 0 2 0
Figure 2:
• closer integration of workforce planning, especially recruiting and retention initiatives, as an essential
part of capability planning.
8000
ADF Personnel on Operational Deployments
The challenge is to reconcile our ‘demand’ requirements with increasing ‘supply’ constraints.
Resolving these personnel issues alone will not be sufficient. We must seek the best mix of
Permanent Force, Reserve Force, APS, and industry to deliver capability. We will actively experiment
with innovative technologies, force structures, and processes to achieve this.
NUMBER OF PERSONNEL
7000
1980 - 2002 (Indicative)
6000
Notes:
5000
1.
4000
3000
2000
1000
The challenge is to ensure that we strike the right balance.
These data are based on the best information available,
and are indicative of the number of personnel who
have been committed to “warlike” and “non-warlike”
operations as endorsed by Government. This excludes
a number of significant peacetime deployments, such
as Ops Relex and Gaberdine, and also ADF personnel
deployed with foreign forces.
0
1980 1982 1984 1986 1988 1990 1992 1994 1996 1998 2000 2002
We will test the factors that limit the use of Reserves and civilians (APS and industry) in lieu of
Permanent Force. We must learn from our experiences in recent operations, and maintain our focus
on warfighting requirements when it comes to administrative and support arrangements. We cannot
allow any risk to capability.
YEAR
We are likely to face more frequent deployments, with multiple operations over
protracted periods.
We must be careful not to let our drive towards the more efficient use of resources overshadow
our ability to fight and win.
Concurrency of Operations
We are currently faced with significant demands arising from operational concurrency. Of all the
challenges that have become features of the post-Cold War environment, this has the most potential to
impact upon the way we structure and organise our Defence Force into the future. To complicate the
issue further, the type of operational commitments we have made over the last decade – and are likely
to continue making into the future – have required sustained commitments over several years, and
have often placed additional demands on force elements that are already stretched (such as sealift).
Subject to government direction, our ability to contribute forces to several concurrent operations,
varying in nature from warlike to non-warlike and peacetime, will be one of our most significant
challenges over the next few decades. It calls for a dynamic and flexible planning process that has the
measure of our fluid strategic environment.
Interoperability
Australia has never undertaken significant military operations alone. Future operations – as in the past –
will probably be conducted alongside the defence forces of other nations. This requires the ability to
operate effectively alongside forces whose military capabilities, doctrine, and cultural backgrounds differ
from our own.
In so doing, we face some significant challenges. The biggest of these is to remain interoperable with the
US. At the same time, we will need to remain interoperable with our regional neighbours. Therefore,
we must have the high level of interoperability required to allow us to operate with more powerful
armed forces, as well as meeting the needs of regional coalition operations and peacekeeping.
We must also increase our understanding, through experimentation and exercises, of our internal
capability to operate as a coherent force.
The challenge is to develop and maintain sufficient interoperability with both our
more capable allies and regional coalition partners.
The challenge will be meeting the potentially significant demands of increasing
operational concurrency.
P A G E
1 4
P A G E
1 5
60923 Force 2020 Art
11/2/03
6:14 PM
Page 16
F O R C E
2 0 2 0
SECTION
3
OUR
FUTURE
What do we want to be like?
Our ambition for 2020 is simple: we will be a highly capable force whose culture of
innovation will allow us to adapt to change. Our people will be fundamental to our
capability, and our seamless approach to warfighting will enable us to maximise the
strengths of the individual Services. We must draw upon the defining characteristics of
our past and the challenges of the present to embrace bold and innovative ways of
operating. The key concepts outlined below will guide us toward our goals.
A Seamless Force - ‘Beyond Joint’
A defining feature of FORCE 2020 is that it is driven by the concept of a ‘seamlessly
integrated force’. This concept goes beyond the contemporary understanding of
‘jointness’, but it does not signify a merger of the three Services, nor does it seek to
undermine their identities and cultures. Given our relatively small size, the main reason
why we must aspire to be a Seamless Force is to maximise our collective warfighting
capabilities and specialisations.
A Seamless Force embraces not only our permanent and part-time members across the
three Services, but also includes Defence civilians, our embedded contractors and defence
industry, and where necessary, our allies and coalition partners. As such, the concept of
a Seamless Force looks towards a future where our traditional forces are not only
seamlessly integrated with each other, but also externally integrated with a wider range
of supporting organisations, agencies, and to an extent, the community.
We will be a seamlessly integrated force on two levels: internally, with
each other, and externally – or ‘cross-functionally’ – with the range of
providers, supporting entities, and the community.
P A G E
1 7
60923 Force 2020 Art
F O R C E
11/2/03
6:14 PM
Page 18
2 0 2 0
F O R C E
2 0 2 0
Importantly, we must develop people to operate in this new environment, and reward
those who display skills and attitudes that are relevant to this seamless force.
A Seamless Force – The Bougainville Example
Op BEL ISI – the Peace Monitoring Group in Bougainville –
is a present-day example of the possibilities for a Seamless
Network-Enabled Operations
Force. The operation is inherently joint at all levels, civilian
In the force of 2020, we will have transitioned from ‘platform-centric’ operations to ‘Network-Enabled
Operations’. As the name suggests, Network-Enabled Operations derive their power from effectively
linking different elements of the organisation to conduct warfare more effectively. Network-Enabled
Operations treat platforms as ‘nodes’ of a network. Since all elements of the network are securely
connected, they can collect, share, and access information. This shared information is used to create a
common, real-time battlespace ‘picture’ across all components and all Services, which in turn allows
a greater level of situational awareness, coordination, and offensive potential than is currently the case.
peace monitors from several government departments serve
alongside their ADF colleagues, and contractors now provide
aviation support. The operation also works closely with
humanitarian agencies and the UN. Op BEL ISI provides a
successful template for future operations of this type.
The aim of Network-Enabled Operations is to obtain common and enhanced
battlespace awareness, and with the application of that awareness, deliver maximum
combat effect.
A Seamless Force will remain fundamentally dependent upon single Service
competencies and maximising the synergies between our capabilities as a Defence Force.
Becoming a Seamless Force means that:
For example, Naval amphibious assets might have jointly operated helicopter support attached.
Operations (where conditions and the nature of the operation allow, such as that already being
carried out in East Timor, Bougainville, and the Solomon Islands).
• we will embrace the concept of ‘shared stewardship and ownership’. This affects all of us – from
or even our Service, but what is best for our force.
• ‘Commonality’ will be a key component: at single Service level, ‘commonality’ is usually associated
with less of a training burden, ease of spares management, lower initial and life cycle costs, and the
like. A Seamless Force employs this concept at the inter-Service level, meaning that where feasible, we
seek commonality of platforms, systems, training, and engineering across the entire force, and thereby
gain the benefits associated with this concept on a much wider scale than currently.
P A G E
1 8
• An Engagement Grid will execute the decisions
of the Command-and-Control Grid, using
whichever ‘shooter’ – regardless of Service –
is best equipped and located to deal with the
designated target.
P A G E
1 9
SENSOR
GRID
Detection
⇒
duties, we are not only motivated by what is best for our unit, our corps / branch / mustering,
INFORMATION
NETWORK
⇒
our senior leaders to our sailors, soldiers, airmen, and airwomen. It means that in carrying out our
• A Command-and-Control Grid will collate,
analyse, and make the rapid manoeuvre and
target allocation decisions based on the picture
of the battlefield.
⇒
• we expect to see greater Defence civilian and contractor contributions within an Area of
Flexible, Optimised
Decision-making
• A Sensor Grid collates real-time information from
every kind of sensor – from satellites to soldiers –
to create a shared picture of battlefield conditions.
The ability to connect to this grid will emerge as
the primary source of combat power.
⇒
• there will be a different and/or greater degree of joint asset management and employment.
COMMAND AND
CONTROL GRID
⇒
• some force elements would be joint and inter-agency on a permanent basis.
The fundamental building block of Network-Enabled
Operations is a comprehensive ‘information
network’. This network comprises a tiered system
of ‘grids’, each with a specific purpose:
⇒
• some units are ‘born joint’ (tri-Service units based along functional lines).
ENGAGEMENT
GRID
Precision
Engagement
60923 Force 2020 Art
F O R C E
11/2/03
6:14 PM
Page 20
2 0 2 0
Network-enabled operations will provide us with a new type of advantage. This advantage
will enable our commanders to achieve ‘decision superiority’ – the ability to make better,
faster decisions, based upon more complete information than an adversary.
A recent example of the effectiveness of Network-Enabled Operations is the use of Uninhabited
Aerial Vehicles (UAVs) in Afghanistan in the War against Terror. UAVs were able to pass real-time
video on targets to airborne weapon platforms. This direct sensor-to-shooter link, representing
seamless integration of platforms, enabled a rapid engagement of time critical targets. Previously
unachievable, this could not have occurred without the application of Network-Enabled Operation
techniques.
In a Network-Enabled Force:
• Commander’s intent and Rules of Engagement take the place of direct orders.
• The ability of in situ commanders to read the situation, respond with confidence, and act decisively
is enhanced.
• A challenge will be achieving the necessary interoperability for effective coalition operations.
Fog and Friction Are Forever
Despite dramatic changes to how we fight, we should not expect that the fundamental nature
of war itself will change. It is not a ‘business’. As Clausewitz wrote, war will remain
characterised by chaos, danger, violence and uncertainty.
P A G E
2 0
60923 Force 2020 Art
F O R C E
11/2/03
6:15 PM
Page 22
2 0 2 0
An Effects-Based Approach
Effects-Based Operations (EBO) are defined as the application of military and other capabilities to
realise specific, desired operational and strategic outcomes in peace and war. In an Effects-Based
Operation, our planning focuses on the effects that we are trying to achieve, which allows us to plan
our capabilities and operations more flexibly. It avoids assuming specific platform solutions: for
example, we might identify a need for ‘supporting fire’ other than solely traditional solutions.
Put simply, EBO seeks to defeat an adversary’s strategy and resolve instead of merely attriting his
armed forces. EBO means knowing which targets to select for maximum results in achievement of
our national objectives. Although this idea is not new, new information technologies are enabling us
to know an adversary and his centres of gravity better than in the past.
EBO also lends itself directly to long-term capability planning. Effects language helps to avoid
focusing too early on specific platform solutions for our future force.
A National Effects-Based Approach is a preferred approach because it meets the emergent
breadth of threat – not just military challenges, but also broader security challenges – and
provides government with the most options.
In an Effects-Based Operation:
• The greatest challenge would be the much greater degree of integration/interaction with other
national agencies. This will require people who have a working knowledge of how the role of the
ADF fits into the whole-of-government approach to strategy.
• Operations must be supported by an effects-based planning process, rather than the existing
planning process. In many situations headquarters will need to develop solutions associated with
effects rather than the specific means.
• The ADF will need to develop a more sophisticated understanding, among a wider range of
people, of the structures and culture of other countries.
By focussing on effects, or outcomes, EBO can easily be distinguished from operations
focused solely on specific levels of destruction of individual targets
P A G E
2 2
60923 Force 2020 Art
11/2/03
6:16 PM
Page 24
F O R C E
2 0 2 0
SECTION
4
FROM
VISION
TO
REALITY
As our future vision, FORCE 2020 guides the progress of our Defence Force towards the
world of 2020. One crucial aspect remains: How do we turn this vision into reality?
How can we continue to improve our organisation and maximise the contribution of our
people to ensure we are able to fulfil our vital mission to 2020 and beyond?
Concept-led Long-Range Planning
FORCE 2020 represents the initial step in a transition towards concept-led long-range
planning. In essence, this involves identifying the major drivers and future missions for
our Defence Force, and then developing operational concepts to enhance our ability to
fulfil these missions and tasks. These operational concepts, such as the Future Joint
Warfighting Concept, are then subjected to rigorous experimentation.
As such, FORCE 2020 fulfils the role of an overarching ‘capstone’ document. The future
concepts outlined in FORCE 2020 will guide experimentation through the proposed
strategic-level experimentation framework and within the single Services (under the
auspices of HEADMARK, HEADLINE and HEADWAY – see Figure 4 next page).
This experimentation effort closely links into the work of our Allies to maximise our
combined operations capabilities.
Through experimentation and simulation, these key future concepts will become more
than just words on a page. They will also require all of us to overcome organisational
inertia, and embrace bold and innovative ways of operating. After all, it is up to each and
every one of us to transform this conceptual vision into reality.
Force 2020 will build on our past, enhance our understanding of the present, and guide us
towards this future.
P A G E
2 5
60923 Force 2020 Art
11/2/03
F O R C E
6:16 PM
Page 26
2 0 2 0
Figure 4:
Experimentation:
HEADMARK is the Navy’s experimentation
⇒
process which seeks to validate Future Maritime
Operational Concepts as part of the Navy
Innovation Strategy. HEADMARK involves
collects, develops and explores concepts
wargames, studies, sea trials and exercises.
⇒
HEADLINE is the major annual experimental
activity of the Army Experimental Framework
(AEF). It involves simulation-supported
to identify and recommend changes required
⇒
to achieve significant advances in future
capabilities
wargaming and seminar activities that explore
Future Land Warfare issues, and is aimed at the
development of future capability.
HEADWAY is the Air Force’s approach to
experimentation. It seeks to provide the
discipline, tools and processes required to test,
consider and refine concepts and capabilities
well in advance of procurement capital outlay.
P A G E
2 6
60923 Force 2020 Art
11/2/03
6:16 PM
Page 28
This publication: June 2002
Prepared by the Department of Defence
Public Affairs & Corporate Communication
Artwork by
Printed by National Capital Printing
Photographs © Commonwealth Department of Defence
UAV images courtesy of Northrop Gruman and Boeing
For more information, please see www.defence.gov.au
60923 Force 2020 Art
11/2/03
6:16 PM
Page 30
W W W . D E F E N C E . G O V . A U